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原文：

傳統(tǒng)的中國(guó)畫，不模仿自然，是以表現(xiàn)自然，是以表現(xiàn)心靈舒發(fā)性情為主體的意象主義藝術(shù)，畫中意象與書法中的文字一樣，是一種適于書寫的極度概括抽象的象征符號(hào)，伴隨著意象符號(hào)的是傳統(tǒng)的程式表現(xiàn)技巧。古代的大師們創(chuàng)造著獨(dú)自心中的意象及其程式，風(fēng)格迥異，生機(jī)勃勃。

后來(lái)，多數(shù)人慣于對(duì)古人程式的模仿，所作之畫千人一面。這樣的畫作一泛濫，雅的不再雅，俗的則更俗。近代中國(guó)畫仍然在庸俗沒落的模式漩渦中進(jìn)退兩難，阿文與當(dāng)今的有識(shí)同行一樣，有志標(biāo)新立異，尋找自我，建立起現(xiàn)代的屬于自己的新意象、新格局，且一直背靠著高雅的傳統(tǒng)。

譯文：

Traditional Chinese paintings are the art of imagism. They are the manifestation of the painter’s spirit and temperament rather than the imitation of nature. The images in the paintings are like the characters in calligraphy, both of which are highly abstract symbols but easy to convey meanings, and are always integrated with conventional artistic formalities. In this way, the ancient masters created the unique images and formulas in their minds, diverse in style and vivid in content.

However, most people got accustomed to imitating these ancient paintings, at last, most paintings later on were nothing but copies. These copies are flooded everywhere, as a result, they undermines the elegant of art and encourages the vulgarity. Modern Chinese painting is still caught in a dilemma--- struggle to survive the downward vulgarity. Luckily, A Wen and some of his fellow artists are bent on breaking the mold. They want to find their individual identities to create new imageries and new styles of their own and in line with the modern times. Meanwhile, they continue to be inspired by the elegance of the past.

翻譯解析：

這篇散文講述了傳統(tǒng)的中國(guó)話和今天的中國(guó)畫。語(yǔ)言華麗，話題高端。這樣的題出現(xiàn)在高口翻譯題中不足為奇?？忌谧鲱}的時(shí)候需要把握散文中的“神”。找到句子的主干，抓住句子的主要意思，翻譯的時(shí)候多使用長(zhǎng)句，那么翻譯應(yīng)該能夠順利地拿下。 However attractive the figures may look on paper, in the long run the success or failure of a merger depends on the human factor. When the agreement has been signed and the accountants have departed, the real problems may only just be beginning. If there is a culture clash between the two companies in the way their people work, then all the efforts of the financiers and lawyers to strike a deal may have been in vain.

According to Chris Bolton of KS Management Consultants, 70% of mergers fail to live up to their promise of shareholder value, riot through any failure in economic terms but because the integration of people is unsuccessful. Corporates, he explains, concentrate their efforts before a merger on legal, technical and financial matters. They employ a range of experts to obtain the most favourable contract possible. But even at these early stages, people issues must be taken into consideration. The strengths and weaknesses of both organisations should be assessed and, if it is a merger of equals, then careful thought should be given to which personnel, from which side, should take on the key roles.

This was the issue in 2001 when the proposed merger between two pharmaceutical companies promised to create one of the largest players in the industry. For both companies the merger was intended to reverse falling market share and shareholder value. However, although the companies'' skill bases were compatible, the chief executives of the two companies could not agree which of them was to head up the new organisation. This illustrates the need to compromise if a merger is to take place.

But even in mergers that do go ahead, there can be culture clashes. One way to avoid this is to work with focus groups to see how employees view the existing culture of their organisation. In one example, where two global organisations in the food sector were planning to merge, focus groups discovered that the companies displayed very different profiles. One was sales-focused, knew exactly what it wanted to achieve and pushed initiatives through. The other got involved in lengthy discussions, trying out options methodically and making contingency plans. The first responded quickly to changes in the marketplace; the second took longer, but the option it eventually chose was usually the correct one. Neither company''s approach would have worked for the other.

The answer is not to adopt one company''s approach, or even to try to incorporate every aspect of both organisations, but to create a totally new culture. This means taking the best from both sides and making a new organisation that everyone can accept. Or almost everyone. Inevitably there will be those who cannot adapt to a different culture. Research into the impact of mergers has found that companies with differing management styles are the ones that need to work hardest at creating a new culture.

Another tool that can help to get the right cultural mix is intercultural analysis. This involves carrying out research that looks at the culture of a company and the business culture of the country in which it is based. It identifies how people, money and time are managed in a company, and investigates the business customs of the country and how its politics, economics and history impact on the way business is done.

1. According to the text, mergers can encounter problems when

A contracts are signed too quickly.

B experts cannot predict accurate figures.

C conflicting attitudes cannot be resolved.

D staff are opposed to the terms of the deal.

2. According to Chris Bolton, what do many organisations do in preparation for a merger?

A ensure their interests are represented

B give reassurances to shareholders

C consider the effect of a merger on employees

D analyse the varying strengths of their staff

3. The proposed merger of two pharmaceutical groups failed because

A major shareholders were opposed.

B there was a fall in the demand for their products.

C there were problems combining their areas of expertise.

D an issue of personal rivalry could not be resolved.

4. According to the text, focus groups can help companies to

A develop new initiatives.

B adopt contingency plans.

C be decisive and react rapidly.

D evaluate how well matched they are.

5.Creating a new culture in a newly merged organisation means that

A management styles become more flexible.

B there is more chance of the merger working.

C staff will find it more difficult to adapt to the changes.

D successful elements of the original organisations are lost.

6. According to the text, intercultural analysis will show

A what kind of benefits a merger can lead to.

B how the national context affects the way a company is run.

C how long it will take for a company culture to develop.

D what changes companies should make before a merger takes place.

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